The Globe as you know it is changing.
Coming June 2019

  • More thought-provoking stories that inspire
  • Independent, free and member-supported
  • Vote for, pitch and commission stories
  • Member engagement with our journalists

To understand more about why you are so important to our member-supported initiative, we encourage you to read the following from our managing editor ~ Read more

The Globe as you know it is changing.

Since 2007, Southeast Asia Globe has been a space for some of the region’s best writers and photographers to take our readers behind the headlines into the stories that shape people’s lives. Every month, you could expect to pick up our latest print edition and find high-quality journalism, analysis and artwork waiting on every page. And since 2007, we’ve fought to uphold our promise of quality and independence to you, our readers.

But, like we said, the world is changing. Print publications just aren’t reaching the audiences they need to fulfil their promise of informing, educating and entertaining the public. Advertisers continue to invest in digital platforms while printing costs creep ever higher. Print may not be dead, but it’s fighting for its life. And we’re tired of waiting by a sickbed for its condition to improve. We want to be present at the birth of something new.

That’s why Southeast Asia Globe is relaunching as a member-driven platform featuring daily long-form features combining world-class journalism with enthralling art design and data-centered tech. Through our core pillars – Power, Money, Life and Earth – we are focusing in on the central issues that our readers have always engaged with most, with the same in-depth coverage of politics, business, social affairs and the environment that you’ve come to expect since 2007.

But leaving print behind us doesn’t just save our backs from lugging stacks of magazines across Southeast Asia. It opens up a global readership who don’t just want to read the news, but have a say in the stories that we tell and the way that we tell them. We’re not asking you to take out another magazine subscription – our stories are open to all. What we’re offering our members is a space where they can pitch and vote on the stories that they think deserve to be told. We want to inspire an engaged and active community of members who vote for, comment on and contribute to the stories that matter most to them. We want to work with our members to curate the way they engage with the news – not just as readers, but as an active extension of our editorial team.

That’s how we’re changing to bring you great stories. Here’s how we’re not.

We’re independent. Always have been, always will be. We’re not owned by any corporation or aligned with any state. We choose the stories that we tell, and the way that we tell them.

We’re creative. We’re not interested in churning out breaking news stories on the hour, every hour. We believe that the best stories are the ones that come alive on the page, digging deeper into the issues that shape Southeast Asia – and bringing you along for the ride. From our dedicated designers to our new software development team, our commitment is to constantly challenge ourselves to find new ways of reaching out to our readers.

We’re open. Challenging governments, NGOs and businesses to be transparent with the public means nothing if we keep our own readers in the dark. That’s why we will be completely open about why we tell the stories that we tell – and how we pay for them. Work with us to build something that endures where many media fail, and decide with us exactly where that money is going.

Above all, we’re optimistic. And yeah, we know what you’re thinking. Faced with impending climate collapse, the rise of right-wing authoritarian governments across the world, widening wealth and income inequality and deepening divisions rooted in race or gender or creed, it’s hard not to open the papers and feel the weight of the world pressing down. But we wouldn’t be doing this if we didn’t believe that when people work together, they can make their little corner of the world a more just, open and equal place.

And that’s why we can’t do this without you. We believe that across the globe is a community of people who care deeply about social justice, environmental action and press freedom – and who will join in to help make those ideals a reality. We’re not just holding our hand out – we need your voice to play a vital role in building Southeast Asia Globe into a leading space for progressive causes in the region. Tell us what stories the mainstream media is missing. Share with us the causes that matter most to you, and how we can champion those causes not just across Southeast Asia, but the world.

Our vision is clear. By 2025, we want to be recognised for building a great space for outstanding journalists from across the region to explore new ways of telling Southeast Asia’s most vital stories. Let’s bring together a community of engaged and loyal members who want to help reshape the media rather than just read it. And we want to reach a point where our readers, not advertisers, are the ones working to support our shared vision of an inclusive media.

We can’t do this without you. Let’s get together and build something that we all believe in.

If you’re interested in joining us, sign up to our newsletter, like us on Facebook, follow us on Twitter. And watch this space.

Knowledge is power

By: Jemma Galvin - Posted on: August 19, 2015 | Business

As the global CEO of Nord Anglia Education, Andrew Fitzmaurice is in control of a multibillion-dollar company. But high-stakes acquisitions and premium tuition fees aside, he says his long-term strategy is all about family

More than 32,000 students from across the globe trot off to school each day to be taught at one of Nord Anglia Education’s 41 educational institutions.

Nord Anglia Education
ANDREW FITZMAURICE, 54,
has served as Nord Anglia Education’s chief executive officer and as
a member of its board since April 2003. From March 2000 until March 2003, he was the chief executive officer of easyCar.com, an international online automobile rental company. Prior to his tenure at easyCar.com, Fitzmaurice spent 13 years at TNT Express UK where he held a variety of positions, including division managing director. Fitzmaurice graduated from the University of Wales Cardiff, Magna Cum Laude, with a degree
in economics.

Across 15 countries from the Middle East to Europe, North America to Southeast Asia, students ages three to 18 and of more than 100 different nationalities fill the classrooms and make up the global “family” of Nord Anglia Education.

Andrew Fitzmaurice, 54, is the global chief executive officer of Nord Anglia Education, a position he has held for the past  12 years. Prior to joining the firm, Fitzmaurice was involved in businesses as diverse as online car rentals to international courier delivery services. While these industries may seem a world apart from one another, he says they are more alike than one might initially think.

“Although my career has included quite diverse sectors, I think there are a lot of similarities in that they are people-based businesses,” said the Brit.

As CEO and a member of Nord Anglia Education’s board, Fitzmaurice oversees what he calls “the world’s leading premium schools organisation” and has been instrumental in the firm’s recent acquisition of six schools in the US, Mexico, Switzerland and China. Earlier this year it also took ownership of the British Schools Group of Vietnam and last year took over the management of Northbridge International School in Phnom Penh.

“We primarily operate in geographic markets with high foreign direct investment, large expatriate populations and rising disposable income. We believe that these factors contribute to high demand for premium schools and strong growth in our business,” the company wrote in a press release announcing the most recent acquisition deal.

“We’re always looking for the right opportunities to grow our network, but we do this with a focus on adding long term value to our family,” said Fitzmaurice. “Growth through acquisitions complements our existing schools’ growth and our development of new schools from scratch.”

In addition to acquisitions, Nord Anglia Education focuses on two more methods of growth – organic same-school expansion and greenfield openings.

“We are confident that we have a deep pipeline of opportunity for all three methods,” the company stated.

These methods are evidently working well. Nord Anglia Education posted its quarterly earnings results last month which showed that the company had revenue of $167.60 million for the quarter, up 22.7% on a year-over-year basis. The company’s market capitalisation, or the total dollar market value of all of the company’s outstanding shares, is $2.39 billion.

With a global philosophy of “Be Ambitious”, which applies to students, staff, parents and all stakeholders involved in Nord Anglia Education, the business’s books may boast impressive figures, but it all starts where it really matters – with the students. Fitzmaurice explained that the schools’ learning models are adapted to suit each individual child, building on their strengths and supporting them to build the skills necessary to succeed at university and in the workplace.

“We are proud that our schools are nonselective,” said Fitzmaurice, “but last year, one in three of our students from across our family went to one of the world’s top 100 universities.”

These impressive results are achieved by initiatives such at the bespoke language programmes that support students who are not native English speakers and Nord Anglia’s Global Campus, which uses online communities to connect students with their international counterparts.

“Our students may be based in one country, but they will regularly interact and learn with students in 14 others, helping them to develop a truly global perspective and a network of friends around the world,” explained Fitzmaurice.

Indeed, Nord Anglia Education is enabling the future graduates and professionals of Southeast Asia to become ever more connected with the world and its plan for future growth doesn’t look set to slow down any time soon. As Fitzmaurice said: “We invest in developing unique opportunities so that there is no limit to what [our students and people] can achieve.”

Keep reading:
To the future we go” – From Skyping astronauts to virtual reality tours, technology is taking the region’s students far beyond the boundaries of the traditional classroom